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UF UNIVERSITY of

FLORIDA ISBN: 0 - 9765288 - 3 - 5 Confident in Africa's Future

.Volume 9

Global and Local Dynamics in

African Business and Development

International Academy of African Business and Development

(IAABD)

Peer-Reviewed Proceedings of the

9th Annual International Conference Held at:

The University ofFlorida

Gainesville, Florida

May 20-24, 2008

Edited By: Simon Sigue

Athabasca University, Canada

Hosted By:

University of Florida, Gainesville, Florida, USA

•

International Academy of African Business and Development xiii

Local Organizing Committee xiv

Track Chairs xvi

List of Ad hoc Reviewers xviii

Track 1: Accounting, Banking, Finance and Investment

·The Impact of Monetary Policy on Banks' Credit in Ghana 1

Mohammed Amidu, University of Southampton, UK

Simon Wolfe, University of Southampton, UK

Ownership Concentration and Corporate Performance on the Ghana Stock Exchange:

A Panel Data Analysis 9

Godfred A. Bokpin, University of Ghana Business School, Ghana

Financial Policy and Corporate Performance: Evidence from Emerging Market

Economies 1 7

Godfred A. Bokpin, University of Ghana Business School, Ghana

Joshua Abor, University of Ghana Business School, Ghana

Market Returns and Weak-Form Efficiency: The Case of the Ghana Stock Exchange

23

Joseph Magnus Frimpong, Kwame Nkrumah University of Science & Technology,

Ghana Eric Fosu Oteng-Abayie, Garden City University College, Ghana

How efficient is Ghana's Banking Sector? 31

King A. Salami, GIMPA Business School, Ghana

Constructs and Attitudes to Professionalism in Ugandan Firms 39

Samuel Sejjaaka, Makerere University Business School, Uganda

Investment Opportunities, Corporate Finance and Dividend Payout Policy: Evidence

from Emerging Markets 49

Joshua Abor, University of Ghana Business School, Ghana

Godfred A. Bokpin, University of Ghana Business School, Ghana

Track 11: Human Resources, Management and Organization

The Interaction between Perceived Physical Fitness, Mood at work, Job Satisfaction,

and Organizational Citizenship Behaviour 457

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Eddy Kurobuza Tukamushaba, Makerere University Business School, Uganda The

Adoption of HRM Practices by Small Firms and its Impact on Firm Performance 463

Franca Ovadje, Pan African University, Nigeria

Yetunde Anibaba, Pan African University, Nigeria

Organizational Leadership in Mozambican Businesses: Some Considerations based on

a Heimeneutical Analysis of Direct Discourse 471

Ana Celia Calapez Gomes, Institute Superior de Ciencias do Trabalho e do Emprego,

Portugal Dynamic Capabilities: Antecedents and Performance Implications 4 79

t clix T. Mavondo, Monash University, Australia

C. Globalization and the Challenges of Human Resource Management in Africa 487

• Femi Adeyeye, Lagos State University, Nigeria

Articulating Competences of Managers to Address the Changing Work Environment

Demands in the District Local Governments 495

Florence Nansubuga, Makerere University, Uganda

Stress at work: any potential redirection from an African Sample? 503

Gbolahan Gbadamosi, University of Worcester, Worcester, UK

Desirable Characteristics of a Stakeholder Manager: Perspectives from Employees

and Customers of a Developing Country Context 511

Muhsin Salim Masoud, University of Dar es Salaam, Tanzania

Teacher Operant Competences and Organisational Citizenship Behaviour in the

Performance of Ugandan Primary Schools 519

John C. Munene, Makerere University Business School, Uganda

An analysis ofHRM Practices in Polytechnics in Ghana: The Impact of Size 527

Kojo Saffu, Brock University, Canada

Samuel Obeng Apori, Takoradi Polytechnic, Ghana

Angela Elijah~ Mensah, Takoradi Polytechnic, Ghana

Segmented Work and Ethnic Divided Workers in the Nigerian Oil Sector 533 Chima

Mordi, Brunei Business School, UK

JGlobalization and the Challenges of Human Resource Management in Africa

/_ Femi Adeyeye, Lagos State University, Nigeria.

This article presents the trend in the operations of the new global Economy with its

concomitant challenges on HR management in African. The paper also examines the

issues and the fallout of globalisation with a view to fashioning out those market­

driven oriented HR policies for accelerating the economic development of African

.. .... •

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nations. The paper concludes that irrespective of the views of the different actors in

industrial relations, globalization is inevitable; hence HR management in African

should embrace it.

INTRODUCTION

The most recent factor that is shaping the world today is globalization. It is primarily

a phenomenon premised on a rapid increase in cross- border social, cultural and

technological exchange. The phenomenon of globalization is not new. Globalization

phase one, was between 1820s and 1920s when, fired by the falling transportation

·costs following the invention of the railway, the steamship and the automobile, cross

boarder capital and labour activities began to change the world for good. There were

no currency controls and the daily foreign trading was in $m till 1900. Indeed

international passports were not used before 1914. Phase one, was brought to an end

by the World War era, beginning with Russian revolution, the Great Depression of the

early 1930s, which culminated in the Cold war period between 1945 and 1989. Phase

two, was ushered in by the fall of Berlin Wall, and has been powered by falling

telecomm cost following the invention of microchips, fibre optics, satellite and the

Internet. Daily forex trading in 1992 was $820b while the transaction velocity in 1998

was $1.5tr a day- Oni [2004]. Apart from the fact that phase one was dominated by

British power and phase two by American power and that each power imposed its

culture and navy on the world, the difference between the two periods lies in the

degree and intensity of world integration, speed and coverage of impact,

insignificance of borders, and the infinite tractability of goods and services.

Conceptualising Globalisation

There have been various attempts at conceptualizing globalisation. In a most general

sense, it is defined as the "increasing integration of regions and nations into the world

market, the overcoming borders and the soaring of transaction cost as frontier barriers

are eliminated" [Altvater, 1997:37]. The proponents of globalization argue that the

world economy has been internationalised in a context that is dominated by

uncontrollable market forces where the principal actors are the TNCs, where

investment opportunities are no longer geographically constrained and advances in

information technology facilities and economic activities across the globe are

unlimited [Hirst & Thompson 1999]. Those in support argue that by lowering barriers

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and shortening logistics chains, globalization promotes real choices, and the freedoms

that go with them- freedom to trade, to choose markets to access required/appropriate

technology for production, to realize economic potential thereby empowering the

consumer, and ushering in long-term prosperity for all, some ideal of a 'universal

civilization'. Some even venture as far as asserting the inevitability of globalization.

· Globalization has been projected by some as 'a key idea by which we understand the

transition of human society into the third millennium. ,

· The Economist held the view that rapid development envisaged for the Third World

meant that globalisation would deliver more for all, and that 'it is the world's poor

who will benefit most.'

Proceedings of the 9th Annual Conference

Simon Sigue (Ed.)

488

· You can export your way out of under-development... from 1 980-1 999 world trade

in goods tripped from sterling 1 trillion to 3 trillions sterling. Poor countries have

concentrated on clothes, footwear, electronics, and shoes .. .' Aimiuwu (2004).

· Peter Sutherland's (of the Overseas Development Council, UK) views were also

strong-"globalization's effects have been overwhelmingly good. world trade continues

to expand faster than overall global economic output. ... creating millions of jobs.

Even more impressive is the stunning increase in international investment that is

building roads, airports, and factories in poorer countries. In the 1990s alone foreign

investors poured $1 trillion into developing economies ... raising living standards in

some countries faster than many thought possible. Until recently, it took at least two

generations for living standards to double, but in China, living standards double every

10 years." (Time.com special report

02/02/98- 'expand the Debate on Globalisation' by Peter Sutherland)

· Gray stressing the inevitability of globalization states 'the world historical moment

we call

globablisation has momentum that is inexorable'. (1. Gray, 'False Dawn' 1998)

Nail FitzGerald of Unilever concludes that globalisation is 'simply the latest phase in

the evolution of international business and the integration of the world economy',

asserting that companies have no choice but to 'respond to its effects.

• In contradiction to the position of globalization theorists, the opponents argue that

there is nothing really new about the so called globalization. The fact is that through

its various phases, cabal has always tried to control the world economy (through slave

trade, colonialism and neo-colonialism, etc. The TNCS that are now the driving force

for globalisation have long been active across national boarders under one guise or the

other and had always been in control of the world economy (Unilever, UAC, CF AO,

PZ,) as far back as the middle ages, trading across national borders. As such there is

nothing new in what is currently unfolding.

Opponents are even more vehement, sometimes violent. To Oshiomahle (2005),

'globalization is the offensive and oppressive march of international capitalism',

destroys all the cherished values in its wake, everywhere. It represents cultural

subjugation, and ideological conquest. Economic integration, therefore, with all the

gains of economies of scale, places 'profit over people', they claim.

In rich countries, protesters accuse globalization of consumer harassment,

environmental degradation, promoting unemployment. Regarding poor countries,

globalisation is accused of entrenching poverty, and ruthlessly grinding the poor

everywhere, not only widening the gap between the rich and the poor between

countries and within countries, but actually, like Dracula, thriving on the blood of the

poor.

Whilst Foreign Direct Investment (FDI) from rich countries goes to other rich

countries, only dumping appears in the receipt book of poor countries. Democracy is

compromised in such countries by a dangerous combination of IMF/WB,

conditionality', and the insensitivity of multinationals, say critics, who are

unimpressed by rosy corporate vision statements, and the 'too-good-to-be-true'

Statements of Corporate Responsibility. Governments are powerless against the

onslaught.

Fairly, or unfairly, several failures are blamed on globalisation. It is perhaps less

unfair to regard these as unfulfilled expectations, where so much (magic) is expected

of globalisation: -

· Poverty -Hear Nelson Mandela at the World Economic Forum, Davos, February,

1999, "is

globalisation only to benefit the powerful and the financiers, speculators, investors,

and traders?

• Does it offer nothing to men, women, and children, ravaged by the violence of

poverty?" Life has become an increasingly desperate struggle for much of the Third

World masses. Over 800 million people do not and cannot feed well, according to

UNDP. Over 80% of the all Third World countries are yet to attain the 3% target GDP

growth rate prescribed by UN as the minimum condition to reduce poverty.

· Widening Gap -the income ratio of the world's poorest 20% to the richest 20%, has

worsened from 1 :30 in 1960, to over 1:74 now. In Africa, the average household

consumes 25% less today, than it did 30 years ago, not because dieting has caught in,

but because of the 'violence of poverty'

· Staggering Inequalities -the combined assets of the world's top three billionaires, it

is claimed, is 'more than the economies of all the least developed countries. ' China

and India, with their billions of people, have a combined GDP equivalent to the State

of California's!

· Cultural imperialism- even a developed country, France, is uneasy about the fact

that 70% of film goers in France watch Hollywood films. They have also recently

proscribed the use of the word 'internet' because it is too Anglo-Saxon! A disc jockey

in Africa sounds like one in New York. It is the 'in thing'; it is total Americanization

whether in Ghana, Nigeria, Tokyo, or Hong Kong. Try to imagine an 'evangelist' or

'Pentecostal' preacher in Nigeria or Gambia without American accent would not

attract modern boys and girls in his crusade.

Globalization and African Human Resource Management

The World is gradually shifting from being a global village to a small room of very

small dimension.

We're living in a time when a new economic paradigm -characterized by speed,

innovation, short cycle time, and quality and customer satisfaction -is highlighting the

importance of intangible assets such as brand recognition, knowledge, innovation, and

especially human capital. Physical assets as constituting less and less of total

company valuation, while intangible elements like goodwill, branch essence,

intellectual property and unique competencies are commanding higher premiums,

because they are the factors that differentiate one firm from another. The fortunes of

people, and the wealth of nations is globalization, in all its ramifications. Work

attitudes, work habits, work choices and preferences, work styles, etc., are undergoing

__) ...

• transformation globally and by the day. The fuel firing the engine of globalisation is

interconnectivity. An action in one economy creates a chain of reactions in another.

For example, Osama

Binladi struct in the United States of America and travel and tourism collapsed

worldwide: Rediscount rates go down in the U. S. A, and pressure on the Yen goes up

in Japan. Oil workers threaten to kidnap foreigners in the Niger Delta Region of

Nigeria and crude oil prices shoot up in the World markets. As earlier said,

globalisation also permits work to go on anywhere, anytime, and all the time; in our

bedrooms, in our cars and at club houses -Aimiuwu (2004). There is no water tight

compartmentalization in the activities of the various zones that make up the world. fu

the light of this, it is most apt for Human Resource Managers in Africa to brace up to

the challenges.

At this juncture one is tempted to ask why Human Resources Mangers and not other

managers within the work environment? Globalisation touches people. It does so in

different ways, for better or for worse. It means different things to different people,

evokes different emotions, and invokes different reactions from different people.

Need this be so? Why is it so? Much too often, managers seem to forget that markets,

organizations and societies, are made up, not of abstract geographies, demographics,

or even psychographies elements, but of REAL PEOPLE. The human resource (in the

resource mix) has unique characteristics;

· The human resource drives all other resources

· The human resource is the only resource that is resourceful

· HR is the only resource capable of conceptualizing being, and that can distinguish

between what is, what can be, and what should be. People dreams, and have hopes

and aspirations; they have fears and worries.

· It is the only resource that is capable of feeling pain and pleasure, and can weep and

laugh- Annstrong (2004).

They are PEOPLE, not statistics; and on their management depends the success or

failure of all human endeavor. Structures, systems, processes, plus other resources, are

driven by the Human Resource (HR). Globalization itself is a product of human

processes. Perhaps a better understanding of the HR issues and Proceedings of the 9th

Annual Conference

Simon Sigue (Ed.)

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490

the challenge they pose will better illuminate the discourse on globalisation. All work

is driven by people, and shaped by people -Adeyeye (2002).

THE ISSUES AND FALL OUT OF GLOBALIZATION

Developments across the globe are causing new pressures, posing new challenges,

and creating new opportunities. The triggers include: -

· Increasingly aggressive export drive by producers m the developed markets.

confronted by local maturation, and the need to optimize capacity utilization.

· .More private capital flows arising from increased 'westernizing' of Eastern and

Central European economies. (a Russian billionaire recently acquired London's

Chelsea Football Club).

· Telecommunication -explosion and dotcom revolution, which have promoted the

emergence of global and more lethal information networks, heightening competition

within and among countries. More viewers watch 'Big Brother' relayed from South

Africa, at certain periods, than Nigerian Television Authority (NT A), 'first in Africa'.

Holyhood films are every where in African. An average African perhaps owns a GSM

set, a service just about seven years old in Nigeria and many African Countries. We

used to say the world was 'a global village'? Today's world is a tiny room.

· The increasing impact of WTO- fewer and lower tariffs- is reshaping the goods

flows, although often compromised by the 'big flies', USA, Europe and Asia-

. Increased intervention by IMP and the World Bank, with their proverbial

conditionalities', which quite often consign the patient from the surgeon's table to the

morgue.

Bigger and more complex markets, fewer and lower barriers, faster and better

communications and transportation, freer, easier, and more global capital flows; all

point to one direction- a fiercer rat race for market share, locally, nationally,

regionally, internationally, and GLOBALLY. More pressure on people. Whether we

like it or not, globalization is here with us in Africa. If as some claim, globalization is

good, and it is 'inevitable' why is there so much vehement opposition? Let us try to

understand the arguments on both sides to appreciate the HR issues involved. The

misgivings about globalization notwithstanding, awareness of its offerings is high,

and appetite for quality, convenience, and low import prices is insatiable. Copycat

I

syndrome is also high, as people struggle to keep up with the American and European

standards.

We can only ignore globalisation at our peril. It is more prudent to be deliberate in

addressing the issues raised, and professionally responding to the challenge posed, by

globalization. Excellence is key to the rat race of globalization, where even the fittest

are not guaranteed survival, because no advantage is permanent. Advantages erode

over time! That is why progressive organisations are continually repositioning for

(new) advantage. Today's best may no longer be good enough. Yesterday's corporate

models are today's corporate muddle. Economic models have also become economic

muddle, empires (eg Mongolia), have become 'colonies'; superpowers have become

paper tigers, etc. Fewer than 2% of businesses ever established exist today!

Excellence, which is so crucial to creating the desired advantages, is itself a product

of human processes.

Excellent brands are produced by excellent people. Ultimately, competition is not just

between African products and American products, but also between African logistics

and foreign, our factory efficiencies and theirs, our managers and theirs, our Board

and theirs, our government policies and theirs, our political leaders and theirs.

President Bush is the Chief Marketing Officer for Genetically Modified

Foods in the current US Agric war with EU! Everything and everyone is involved in

the race, directly or indirectly!

© 2008 IAABD

491

THE CHANGING ROLE OF HR IN THE GLOBALISED WORLD

The emergent of globalisation and its concomitants certainly pose a potent challenge

to organized labour -

Matantmi (2007). The globalised world is, in sum, a market-driven one. African HR

management has to be market-driven, both by the external market and by its internal

market forces. It has to adapt or perish, swallowed up by a more market-sensitive

function. With the quantum and rapidity of corporate collapse renting the air the

World over, when even US giants, hitherto regarded as corporate models have

degenerated to muddle, new African Board demands on HR contribution, in the light

of the above challenge, have become more exacting and specific. Gone forever are the

days of armchair, spectator HR.

HR is no longer expected to be a dumping ground for expired managers, or dead

wood, nor is anyone going to allow the function escape unscathed and unstained by

non-performance -Aimiuwu (2004).

Increasingly, HR, the appraiser, is being appraised on core parameter that directly

impact company performance and measurements must be found for each area of HR

activity. It contributions are measured at three levels- as

- a member of the corporate team,

-a function

- Individual HR functionaries

as a necessity, HR competence (quality) is being redefined in terms of how it supports

the market-driven

organisation to; adapt to change, improve operational efficiency, achieve business

targets, take care of employees' needs -Oni (2004).

The criticality of HR's contribution to effectiveness in managing the new needs of the

market-driven workforce is underlined by new corporate insistence that HR up-scale

and up-rate its involvement in-

- defining business strategies

- shaping culture change for organisation transformation

- delivering HR process

-improving employee commitment -Armstrong (2004).

African HR, in the new scenario, must put its own house m order, enhancing

organizational process and harmony by ensuring that-

- HR strategies support business strategy

- HR policies and processes enhance the organization's ability to change, as well as

responding to the changing personal needs of the employee.

AFRICAN HR POLICIES 1 PRA TICES IN THE NEW DISPENSATION

HR, in the new scenario, will be adjudged to have succeeded and met the challenges

of socialization if her policies are perceived by its stakeholders as that capable of

making from HR practice:

- a good business partner

- a change agent

- an administrative expert

- a champion for employees

Additionally, HR must be perceived as the driver of­

- universal best proven practices

- company standards and must itself exhibit appropriate skills and competencies in

managing these. They must be captured and integrated within the company's

performance and reward processes using the following HR components for her

relevance in the rate race engender by Globalisation.

Manpower Planning and Development in The new Scenario

A market-driven organisation leaves very little to chance. Recruitment, movements,

career planning, etc must be based on a well-defined and professionally managed

manpower planning process, which draws heavily from forecasts, skill and

competency profiling, and gap analysis, all keyed in to the strategic wavelength of the

company.

Proceedings of the 9th Annual Conference

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492

Recruitment Management

Talent is the predominant asset of the globalized era organisation.

One wrong staff in, and everyone suffers! This is the stage where HR contribution can

make a real difference. Recruitment must be based only on standard-based, merit­

driven, well-structured and articulated plans that secure the strategic and operational

needs of the business. No 'in-Law' factor, 'hometown' factor, 'childhood friend' factor,

or 'pressure from above'. It is cost effective to be efficient at this stage. Every cent

well spent at this stage saves you a dollar later.

Training and Development of Human Resource

Globalisation and market place competition is not limited to brands and products but

also between our strategies and those of the rest of the world. There will be marked

market-place difference if managements devote just a few more time and resources to

the management of trainings. Human beings are not raw materials; however, because

of lower quality assurance at the supply source, treatment and processing should

require much more investment than that accorded the (product) supply chain, but in

reality it attracts just a fraction. When we then factor in the inherent complexities of

the human resource, it should become more than a balance sheet item. As society

. '

• graduates from agrarian to industrial, and the difference narrows between rural and

urban, emphasis shifts from the more menial, physical skills to the more professional

skills. Intellect and knowledge, replace brawn and muscle as the core resource.

Intellect requires continuous lubrication, knowledge, continuous updating. The

market-driven worker requires continuous knowledge empowerment, only possible

through deliberate, sustained and continuous training.

Appraisal System

Performance processes must add value to corporate attainment of target market

positioning, otherwise HR cannot be said to be truly keyed to business strategy.

Critical to success is that the process must be merit driven, based on agreed targets,

consistent and predictable, keyed in to the reward system, and employ transparent and

fair appraisal.

Employee Relations and Reward Management

A critical HR challenge is to narrow the vision gap between the organisation and the

employee. How for instance do we achieve a transformation of attitudes that will

erase the subconscious perception by the public servant (of course, not all) of his

employer as a continuation of colonial imperialism, unworthy of loyalty, and

undeserving of effort and service; yet the same people, in their community projects in

the traditional setting, work selflessly in pursuit of a common goal. Also, in the

private sector, modem enterprise goes through a lot of stress trying to galvanize and

harmonize values in pursuit of a shared, common, and consistent vision, perhaps due

to hidden fears and suspicion that companies are instruments of cultural subjugation,

designed to grind the poor, for the eternal enrichment of the rich, usually perceived as

foreign, even when Africans have majority equity in these companies -Aimiuwu

(2004).

Generally, Africans are hardworking. No people can be more hardworking. Take a

look at an average African market woman who goes from Alagbado (a sorborb of

Lagos, commercial capital of Nigeria) dutifully every morning at 5a.m, after

preparing children for school and husband for work, to sell her wares at Idumagbo

market in Lagos, a distance of about 50 kilometres. She does this from Sa.m to 1 Op.m

every day except Sundays or a market woman who carries her wares from Dodowa to

Accra, a distance of about 20 kilometres towards the East of Accra in Ghana to sell

• after she had met the daily needs of her family. If this does not amount to hardwork,

what does? Obviously the problems are due to unresolved transformation issues, right

from the pre-independence days to the present day Africa. HR must evolve systems to

address this challenge, in her management of employee relations, and Industrial

Relations.

Many years of misrule have so severely dehumanized and impoverished the people,

who as workers, increasingly perceive employers as oppressor always willing to

maximize profit at their (workers) expense. What can the HR managers do to erase

the afore observed impression of an average worker against its employer? What can

ever be done to motivate the African worker to be market - driven? Their own

remunerations needs are also market- driven. 'If you pay peanuts, you get monkeys.'

We should upgrade our remuneration package and acquire the best. Let us also have a

transparent, merit -driven, reward system that significantly shows the difference

between performers and non-performers.

CONCLUSION AND IMPLICATIONS

The various issues describe the focus of best practice m Human Resource

Management in today's globalised world. Each of them provides huge opportunity for

practitioners to find a place in the globalized World. Becoming a business partner is

no longer a matter for debate if African Human Resource will take its rightful place in

the globalised world. The Human Resource also has a platform to support the line

manager in delivering on their commitment. And in doing so, I will recommend the

following road map to the African HR managers in addition to those suggested

earlier:

I. Understand the issues that face the business and what the desired business model is

in your specific industry.

2. Develop a familiarity with the overall strategy direction of the company, and what

exactly the targets are.

3. Immerse in the needs of the various key line managers to gain an understanding of

their issues and how HR might partner with them. This exercise also provides

excellent opportunity to study the interaction among the team members in the various

functions more closely, and better enable HR to design custom-made training

intervention for such teams or individuals within the team. Africans have their

t peculiarities and these must be considered in the nature, type and curricular of training

for workers

4. Grow the capability within HR to achieve these tasks, and accept that new skills

will have to be learned. There is hardly a substitute for reading and study of

appropriate literature, and sharing among practitioners.

Obviously, globalisation is a product of human processes, and advantages belong to

those with the most resourceful human resources. The era of 'anything goes' is dead

with the advent of globalisation. In an increasingly borderless (European Union,

African Union, World Trade Organisation, World Bank and IMF, Transnational

Companies) and disappearing market barriers, the message is "change" or become

totally irrelevant. African Nations can not operate in isolation particularly now that

the entire world has become an open market for all to buy and sell their wares, skills,

competences and talents.

The big players in the Global market should play down on inequalities which the new

scenario is gathering to avoid tensions and social upheavals capable of threatening

industrial peace and harmony in Africa and other parts of the world.

The global market must not be designed to protect the self-serving interest of only the

big players in the market. African trade unions must be at the forefront of the struggle

to ensure that the rules and regulations governing the activities of the various players

within the market, including African countries are people -centered. To be indifferent

is courting disaster.

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Human Resource Management. A Journal of the Chartered Institute of Personnel

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....

• Panford, K. (1994), African Labour Relations and workers' Rights. Assessing the Role

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